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UT Arlington MANA 3318 - Exam 3 Study Guide

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MANA 3318 1st EditionExam # 3 Study Guide Lectures: 7 - 9Lecture 7 (October 2)Chapter 7: Stress and Well-Being at Work7-1 What Is Stress?Poor leadership, work-family conflicts, and sexual harassment are the leading causes of work stress. Stress: the unconscious preparation to fight or flee that a person experiences when faced with any demand. Stressor: the person or event that triggers the stress response. Stress is neutral concept with bad connotation. Distress or strain: the adverse psychological, physical, behavioral, and organizational consequence that may arise as a result of stressful events. 7-2 Four Approaches to StressStress response discovered by Walter B Cannon. 4 approaches: homeostatic/medical, cognitive appraisal,person-environment, and psychoanalytic. 7-2a The Homeostatic/Medical Approach: Emergency or militaristic response. Stress occurs when an external, environmental demand upsets an individual's natural steady state balance. Homeostasis: a steady state of bodily functioning and equilibrium. 7-2b The Cognitive Appraisal Approach: Lazarus more concerned with psychology of stress. Emphasizes individual's cognitive appraisal in classifying persons or events stressful or not. Important in determining what is stressful. Problem-focused and emotion-focused coping. Problem is managing stressor, emotion, response. 7-2c The Person-Environment Fit Approach: Kahn more concerned with social psychology of stress. Emphasizes that confusing and conflicting expectations of a person in a social role create stress for that person. 7-2d The Psychoanalytic Approach: Made by Freud perfected by Levin. 2 elements of a personality: ego-ideal and self-image. Ego-ideal: the embodiment of a person's perfect self. Self-image: how a person sees himself or herself, both positively and negatively. Stress results from difference between the two. 7-3 The Stress ResponseThe endocrine and sympathetic nervous system respond to stress. 7-4 Sources of Work StressOne of most complex is role conflict. 7-4a Work Demands: 3 categories: task, interpersonal, and physical.Task Demands: change, lack of control, career progress, new technology, temporal pressure. Role Demands: role conflict (interrole and intrarole), person-role, role ambiguity. Interrole is 2 roles, intrarole is 1. Interpersonal Demands: emotional toxins, sexual harassment, poor leadership. Physical demands: extreme environment, strenuous activities, hazardous substances, global travel. 7-4b Nonwork Demands: Home Demands: family expectations, child-rearing, and parental care. Personal Demands: workaholism, civic and volunteer work, and traumatic events. Workaholism: an imbalance preoccupation with work at the expense of home and personal life satisfaction. 7-5 The Consequences of StressCan be positive or negative. 7-5a Positive Stress: Some people thrive under stress by using it in a positive, healthy way. Stress should be optimal for peak performance. 7-5b Individual Distress: Karoshi isdeath by overwork. Understimulation and overstimulation lead to distress. Burnout is emotional exhaustion, depersonalization, and reduced perceptions of personal accomplishment. Rust-out is a form of psychological distress caused by a lack of challenge, inspiration, and/or opportunity. Behavioral problems also distress because of workplace aggression, substance abuse, and accidents. 7-5c Organizational Distress: Participation problems: a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover. Dysfunctional turnover is when an org loses a good employee.Functional turnover is when an org loses a bad employee. Performance decrements: a cost resulting from poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair. Compensation awards: an organizational cost resulting from court awards for job distress. 7-6 Individual Differences in the Stress-Strain RelationshipPerson breaks down at weakest point. 7-6a Gender Effects: Women's responses to stress are different than men's. Different stressors such as sexual harassment and health problems. 7-6b Type A Behavior Pattern: Type A behavior pattern: a complex of personality and behavioral characteristics, including competitiveness, time urgency, social status insecurity, aggression, hostility, and a quest for achievements. Also labelled coronary-prone behavior because it's linked with coronary heart disease. Two hypothesis as to which part of Type A is lethal. One is time urgency, the other is hostility and aggression. Evidence suggests hostility and aggression. Alternate is Type B. Type A recovers better from heart attacks. Type A can be modified by recognizing that they are prone to Type A and maybe to spend time with Type B. Type A can pace and manage time well and multitask. 7-6c Personality Hardiness: Hardy personalities resist strain reactions. Personality hardiness: a personality characterized by commitment, control, and challenge and, hence, resistant to distress. High levels of commitment less lively to leave org or have stress. Hardy uses transformational coping. Transformational coping: a way of managing stressful events by changing them into less subjectively stressful events. Alternative is regressive coping by passively avoiding events. 7-6d Self-Reliance: Social relationships have important impact on health and life expectancy. Self-reliance: a healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others. Based on attachment theory. Self-reliant reacts to stress by reaching out to others. Is a flexible, responsive strategyof forming and maintaining multiple, diverse relationships. They are confident, enthusiastic, and persistent in facing challenges. Form healthy relationships. Counterdependence: an unhealthy, insecure pattern of behavior that leads to separation in relationships with other people. They are rigid, dismissing denial of the need for other people in difficult and stressful times. Fearless, aggressive, and active response to challenges but not truly self-reliant. Overdependence: an unhealthy, insecure patternof behavior that leads to preoccupied attempts to achieve security through relationships. Clings to others. Desperate, preoccupied attempt to achieve sense of security. Active but disorganized and anxiousresponse to challenges. 7-7 Preventive Stress ManagementPreventive stress management: an organizational philosophy according to which people and


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